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Leader & manager
- 1. Leadership
- 2. What is leadership? Leading people Influencing people Commanding people Guiding people
- 3. Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things
- 4. Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities
- 6. Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision
- 7. Organizing Manager Leader Creates Gets people on structure board for strategy Job descriptions Communication Staffing Networks Hierarchy Delegates Training
- 9. Controlling Manager Implements control systems Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment
- 10. Leadership Traits Intelligence More intelligent than nonleaders Scholarship Knowledge Being able to get things done Physical Doesn’t see to Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability
- 11. Leadership Styles Delegating Low relationship/ low task Responsibility Willing employees Participating High relationship/ low task Facilitate decisions Selling High task/high relationship Explain decisions Willing but unable Telling High Task/Low relationship Provide instruction Closely supervise
- 12. New Leaders Take Note General Advice Take advantage of the transition period Get advice and counsel Show empathy to predecessor Learn leadership Challenges Need knowledge quickly Establish new relationships Expectations Personal equilibrium
- 13. New Leader Traps Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome
- 14. Seven Basic Principles Have two to three years to make measurable financial and cultural progress Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities Balance intense focus on priorities with flexibility on implementation….
- 15. Seven Basic Principles, con’t Decide about new organization architecture Build personal credibility and momentum Earn right to transform entity Remember there is no “one” way to manage a transition
- 16. Core Tasks Create Momentum Master technologies of learning, visioning, and coalition building Manage oneself
- 17. Create Momentum Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long Foundation for change Vision of how the organization will look Build political base to support change Modify culture to fit vision
- 18. Create Momentum Build credibility Demanding but can be satisfied Accessible but not too familiar Focused but flexible Active Can make tough calls but humane
- 19. Master Technologies Learn from internal and external sources Visioning - develop strategy Push vs. pull tools What values does the strategy embrace? What behaviors are needed? Communicate the vision Simple text - Best channels Clear meaning - Do it yourself!
- 20. Enabling Technologies, con’t Coalition building Don’t ignore politics Technical change not enough Political management isn’t same as being political Prevent blocking coalitions Build political capital
- 21. Manage Oneself Be self-aware Define your leadership style Get advice and counsel Types of help Advice is from expert to leader Counsel is insight Competent Trustworthy Enhance your status Technical Political Personal Advisor traits
- 22. How Far Can You Go?